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const news = reactive([
    {
        id: '001',
        category: 'Blog – Ilkka’s Long Texts',
        title: 'In for the Forever Game',
        pic: '/src/assets/img/aboutUs/annualBlogs/news01.webp',
        router: 'commonNews',
        date: 'Feb 11, 2025',
        commonTitle: 'In for the Forever Game',
        content: 'This spring 15 years ago, we founded Supercell to create great games that as many people as possible play for years and that are remembered forever. Big, bold dream inspired by companies such as Nintendo and Blizzard. We obviously have a long way to go to get there. But for us to even have a shot at it, the most important thing is to always think long-term, staying focused on the work and not on the outcome. Or, as they would say in sports, don’t look at the scoreboard but focus on your game.This has never been as hard as it was in 2024.The past year was a rollercoaster – the good kind of. We had some unprecedented successes and unprecedented challenges. Of the many achievements, failures, risks, and lessons at Supercell that highlighted 2024, two games stand out.On one hand, Brawl Stars exploded by every conceivable metric, like I have never seen before in my entire career. Brawl Stars is a great example of what is possible to achieve even with a relatively ”old” live game when all stars align. It is also the latest example that it truly is possible to create forever games, and the best games never get “old” if you keep them fresh by constantly making them better for the players.On the other hand, our first new game launch in over 5 years, Squad Busters, despite generating gross revenues in excess of 100 million dollars during its first 7 months in 2024 and winning the Apple Game of the Year Award, has not yet scaled up to the game team’s (or Supercell’s) aspirations – a disappointing, but energizing truth. Squad Busters is one example of the challenge of launching new games today at Supercell and, I believe, across the industry.By many metrics, 2024 was the best year for Supercell ever. Among other things, our live games hit over 300 million monthly active players worldwide. For the first time since 2014, all of the games grew by revenue compared to the previous year. Also, we had a record year in terms of gross revenue.What is extremely inspiring for me is that it was the best year, despite the fact that there were so many things we could have done better and what I believe we can do better in the future. That’s why I am convinced that the past year won’t be the best year we’ll ever have, and the best days are still ahead of us!Anyway, let’s take a deeper look at the rollercoaster that was 2024.'
    }, {
        id: '002',
        category: 'Blog – Ilkka’s Long Texts',
        title: 'Comfortable Feeling Uncomfortable',
        pic: '/src/assets/img/aboutUs/annualBlogs/news02.webp',
        router: 'commonNews',
        date: 'Feb 14, 2024',
        commonTitle: 'Comfortable Feeling<br/>Uncomfortable',
        content: 'It\'s Monday, August 28th, 2023, the first day of Supercell’s annual company offsite, and I\'m about to give maybe the harshest presentation to everyone at Supercell that I\'ve ever given. Public speaking has never been my favorite activity (to say the least), but this time I am even more nervous than usual.by Ilkka PaananenHow would people react? Would they feel anger, sadness, fear…or, would they get fired up and inspired? And what would they think of the very big changes I was about to announce? Would they think that our culture, that we all are so proud of, was about to change for the worse? But I guess more than anything, I really felt for our people. I was about to challenge them, and ask a lot from them.The presentation first highlighted the cold facts of Supercell’s performance in the last several years. We had not been able to grow our live games and had fallen behind the best companies who had done so. Furthermore, we had not released a new game since Brawl Stars in 2018. The result, I showed in detail, was Supercell falling from the #1-ranked global publisher of mobile games in 2016 to outside the Top 10 in 2023. It was painful, but honest and necessary, so that we all shared the same context. Next, I walked everyone through multiple significant changes which we believed would help Supercell improve and to close the widening gap between us and the very top-performing companies in our industry.I would like to share those changes with you in this post, but let’s first rewind to how we came to these decisions. Something absolutely had to change, but what? How? What were the risks?“Don’t Do It”In last year’s blog post, I outlined Supercell’s two-pronged challenge of growing live games and simultaneously creating new ones. We were struggling with both. I was delighted to get a ton of feedback from inside and outside Supercell. I spoke to dozens of people, including founders, investors, artists, incubators, accelerators, and members of academia, to get their input.I was surprised that the vast majority of people spent most of their time warning me about what could go wrong if we started changing things at Supercell. In one way or another, most told me: “don’t do it.” Some implied it, others were quite direct, but the message was clear. I was also surprised that this message was more true of feedback from people outside of Supercell vs. from my colleagues inside. I would have expected the opposite.To give you an idea, among other things, I received input such as:“You guys are the only mobile studio that has created five billion dollar games, don’t change what is working”“More than 200 million monthly players, half a billion in annual profits and you’re not happy??”“Look at [great game company], they did what you’re planning to do and that was the beginning of the end. All the best people simply left.”“Focus on live games, and take an M&A approach to acquire new games to your portfolio.”“You will destroy what makes you unique, which is your culture.”Nothing is closer to my heart than the people and culture we have at Supercell, so the idea that I would drive something that would destroy it…well, there are no words to describe how that would feel. Stressful doesn’t quite cover it.At the same time, however, it was impossible to ignore the facts. The best-in-class companies grew their live games, we had not (GGWP: Dream Games, Riot Games, King, Playrix, and others). Several great new games came out and performed extremely well since we launched Brawl Stars, we had not launched any (h/t: Royal Match, Genshin Impact, Monopoly Go, CoD Mobile, and others).'
    }, {
        id: '003',
        category: 'Blog – Ilkka’s Long Texts',
        title: 'The Next Chapter of Supercell',
        pic: '/src/assets/img/aboutUs/annualBlogs/news03.webp',
        router: 'commonNews',
        date: 'Feb 15, 2023',
        commonTitle: 'The Next Chapter of Supercell',
        content: 'Supercell’s mission is to create great games that as many people as possible play for years and that are remembered forever. We’ve come to the realization that it is even harder than we ever thought. So, as someone at Supercell told me, we either try to figure this out or change our mission.by Ilkka PaananenWinter continues in Helsinki, GDC is approaching in San Francisco, Lunar New Year festivities are just behind us. That can only mean one thing, it’s annual blog time!In past years, I’ve written about what we’ve been up to in the prior year, with a bit of “what’s on my mind” mixed in. This year, I thought I would focus entirely on the biggest topic that’s been on my mind. It is probably the biggest professional challenge I’ve encountered so far. By the way, we certainly don’t have all the answers and solutions -- if you do, please reach out! Here goes.Supercell’s mission is to create great games that as many people as possible play for years and that are remembered forever.We repeat this to ourselves regularly. I worry a bit that someone at Supercell might throw something heavy at me if I say it again! It is a crazy, ambitious dream. Feels next to impossible to ever reach it. As dramatic as this may sound, we’ve come to the realization that it is even harder than we ever thought.You see, for Supercell to thrive and fulfill our mission, we need to both invent brilliant new games (regularly!) and continuously improve those games for our players (hopefully forever!), making something that already is great even better. Doing just one of those two things is not enough. We want to do both.This feels like a daunting challenge. But, at the same time, as someone at Supercell just recently told me, we either try to figure out how to do it or we need to change our mission. We still believe in our mission, so let\'s go!'


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